Peter Kitson Email & Phone Number

Worldwide

An experienced interim manager offering strategic and financial advice at Board and senior management level.Clients include:-Alkane Energy Plc.Business Development DirectorMy role was to initiate related energy businesses such as onshore gas together with research into the feasibility of CBM and shale gas to add shareholder value through acquisition or.

WBN is an AIM listed E&P company with interests in the North Sea and Colombia.Main focus was to identify, appraise and value acquisitions to reverse into the restructured entity.Involved in a potential acquisition that would have entailed a re-listing. This included working on the Competent Person's Report and re-listing documents to AIM such as the "long.

Almaty Kazakhstan

WOL was a pre IPO JV with a 940 km2 license in the Republic of Kazakhstan. WOL was the field operator. The company was in the start up phase with an anticipated CAPEX spend over the initial 5 years of $800m.Responsible for developing the company's strategy, including exploration, drilling and development programme. I was also responsible for developing.

Employed on an interim basis to co-ordinate the various finance divisions of Xchanging and PwC, the reporting accountants, to ensure the timely production of the IPO admission documents such as the “short form”; “long form” and “working capital” schedules. Market Cap at IPO was £650m.

Kenya

Formed joint venture to start a 50 hectare flower farm on a green field site to grow Hypericum for export to Japan and Europe.Arranged loan finance of $1.5 million and additional lines of credit with suppliers to enable business start up. This involved comprehensive P&L, balance sheet and cash flow modelling together with IRR, NPV and payback.

Kenya

Appointed as GM of Sulmac Co Ltd. Sulmac was one of the world’s largest growers of flowers and vegetables, exporting over 200 million stems of cut flowers to Japan and Europe and 5,000 tonnes of fresh and organic produce to UK supermarkets. Remit was to turn round the failing business which was on the verge of insolvency and dispose of it for a positive.

Interim project manager tasked with preparing the “Tom Cobleigh” division for sale.Managed team of 5 interims plus in-house staff to reconcile all balance sheet accounts ahead of due diligence.Uncovered and rectified numerous accounting errors and systems weaknesses.

Interim project manager tasked with closing down the estates management division.Ensured that all WIP was billed correctly.Managed team to collect outstanding receivables and resolve outstanding queries.Conducted systems review of billing and accounting system not fit for purpose and made recommendations to resolve the issue.

Kenya

Bought in to turnaround a failing company, TPI, a £40 million turnover subsidiary of the Dolphin Group, was the largest leisure company in its sector.Evaluated company's business portfolio and re-oriented income stream towards less volatile operations increasing market share in the face of increased competition.Reduced headcount by 30% and closed loss.

Elf Gas & Power was the first independent utility supplier to sell gas in competition to British Gas.Managed substantial change through a period of sustained growth from a start up position to one of over £150 million turnover, serving 250,000 customers and employing over 150 staff.Introduced all financial controls for commodity trading and hedging.

A subsidiary of ML Inc, MLRM was the UK's premier relocation management consultant, operating throughout the US, UK and Europe.Re-negotiated company's loan portfolio, reducing average cost of borrowing by 1%.Provided economic analysis that predicted the 1990 property crash.Responsible for company’s finance, IT and company secretarial.

Senior E&P accountant preparing project appraisals and economic analysis of major North Sea projects and joint venture accounting.General Manager of Liberian subsidiary. Sold business to Mobil.Finance Manager of downstream marketing subsidiary in Sierra Leone.

Liberia

Finance Manager of West African subsidiary.Managed finance department including cash flow forecasts, budgets etc.

Responsible for year-end and management accounting of 8-branch company.